City of Winston-Salem Information Systems Strategic Plan

Transcription

1 City of Winston-Salem Information Systems Strategic Plan

2 Table of Contents I. Message from the CIO/Executive Summary II. City Government III. City Organizational Chart IV. City Government Mission, Vision & Values V. Information Systems Departmental Organizational Chart VI. Information Systems Department Mission & Programs VII. Strategic Framework VIII. Goals of the Information Systems Department IX. Key Work Items for Information Systems X. Operational Framework XI. FY 18/19 Key Work Items XII. Community Initiatives 2

3 I. Message from the CIO / Executive Summary At the core of the IS Strategic Plan is our Service Strategy. Our goals and objectives are built around the purpose that everything we do must align with the needs of our citizens, our elected officials, City departments, and the customers we serve. We must strategically balance our service portfolio between the demand for our services and the financial and budgetary constraints which control our capacity. Strong relationships with our business partners help us gain a thorough understanding of their business operations and needs. It allows us to propose and implement innovative and costeffective technology solutions that deliver services which help achieve the desired business outcomes. Utilizing ITIL best practices frameworks around Change Management helps us define specific and measurable metrics, providing us with a barometer of the service demands of our customers. Tying our investments to service delivery strategies and the City s overall budget further tracks and illustrates the value of technology. Measuring and reporting on our Service Level Objectives and using a collaborative task and project management process brings transparency to how well we perform our work and highlights how our services add value to the mission, vision, values, and strategic objectives adopted by our City Council to enhance the quality of life for the citizens of Winston-Salem. Improvements in technology around access, availability, bandwidth, security, and processing capacity will allow for the expansion of our services, empowering our customers with the tools and data they need to efficiently and effectively conduct their business anytime, anywhere, from any device. Sincerely, Tom Kureczka City of Winston-Salem Chief Information Officer 3

4 II. City Government Mayor and City Council Term: City Manager s Office Lee Garrity, City Manager Damon Dequenne, Assistant City Manager Tasha Logan Ford, Assistant City Manager Evan Raleigh, Assistant City Manager Ben Rowe, Assistant City Manager Meridith Martin, Assistant to the City Manager 4

5 III. City Organizational Chart 5

6 IV. City Government Mission, Vision & Values Our Mission The City of Winston-Salem provides quality, affordable services that ensure the health, safety, and well-being of citizens, while collaborating throughout the community to ensure its economic, social, and environmental vitality. Our Vision A municipal government, deserving of public confidence that provides excellent and innovative services, and is an active and cooperative partner in creating a vital community. Our Values 6

7 V. Information Systems Departmental Organizational Chart 7

8 VI. Information Systems Department Our mission The mission of the Information Systems Department is to lead the use of information technology by providing technology infrastructure, planning, guidance, and resource management to assist the City in achieving its business objectives. Delivery of efficient and effective services is deployed through a focus on forward-looking methodology using best practices and performance measurement techniques. Program Descriptions Administration Provides leadership, planning, training, support, and fiscal stewardship of all Information Systems programs. Establishes policies and procedures for managing the City s information technology assets. Infrastructure Services Develops and maintains the city-wide computing and telecommunications networks, servers, , and storage infrastructure including primary and secondary data centers and a disaster recovery operations center. Orders, installs and maintains all end point devices, including desktop and mobile equipment, peripheral equipment, and standard desktop applications. Manages the Information Systems Operations Center (ISOC) and provides a single point of contact for problem reporting, tracking, and resolution services for users of information technology systems; with a goal of restoring service as quickly as possible. Applications & Databases Provides implementation and support of new and existing computer technology in the areas of application and data management. 8

9 VII. Strategic Framework In January 2017 City Council and staff, working with the consulting firm FountainWorks, executed a strategic planning process. The process began with senior level staff identifying current issues, trends, and factors that have an impact on Winston-Salem s current state. Senior level staff reviewed economic, demographic, technological, and other changes that affect the landscape and environment of the City and the way the City provides services to residents. Staff compiled potential priority items to address perceived short and mid-term needs for the City. The Mayor and City Council then engaged in a two-day workshop to create a strategic framework to help guide the City s actions over the next four years. At this workshop, the Mayor and City Council affirmed the six strategic focus areas previously identified and also re-affirmed the objectives under each focus area. The six strategic focus areas are: Economic Vitality & Diversity Safe & Secure Community Livable Neighborhoods Healthy Environment Quality Transportation Service Excellence City Council then reviewed the input from senior staff and undertook a context mapping exercise to define trends and challenges in providing City services. The Mayor and City Council were asked to brainstorm potential top priorities for each of the strategic focus areas. Priorities were identified and ranked as short term ( ) and mid-term ( ) strategies within each focus area. Following the workshop, staff created individual action items to help accomplish each of these strategies. The City s Strategic Plan was produced through the planning process and adopted by City Council in May The Strategic Plan can be viewed in full at 9

10 The Strategic Plan is formatted in a manner that includes the strategies and associated action items identified by the Mayor and City Council. Each of the six strategic focus areas includes a list of the objectives. Objectives are broad categories under which individual strategies fall. Strategies are individual priorities, identified and ranked by the Mayor and City Council within each focus area, that are intended to produce outcomes that reinforce the states objectives. Beneath each strategy are action items, individual tasks that the City will accomplish. The hierarchy is as follows: Strategic Focus Area Objective Strategy Action Item The Information Systems Department used the City s Strategic Plan as a framework and guide in creating the Information Systems Strategic Plan (IS Strategic Plan). The IS Strategic Plan needs to correlate the development, implementation, and use of technology with the City s mission and Strategic Plan. We must prioritize and implement effective and responsive practices and technology solutions that support the vision and direction presented by the Mayor and City Council. To fully support the Council s directives, the department must be forward-looking, innovative, and deliver solutions that utilize industry best practices around IT service delivery and project management. The IS Strategic Plan, Key Work Items as assigned by the City Manager, and fiscal year operating budgets and work plans will be established and adjusted as needed to accomplish the City s objectives. The IS planning activities and daily operations will consider service strategy keys, guiding principles and best practices, ITIL Service Management, and project management (PMI and PMBOK) practices. 10

11 VIII. Goals of the Information Systems Department As we define and execute our annual work plans and related operating and capital budgets, we consider core goals and principles to guide our process. The primary goals are: Goal One: Partnering & Expanding Relationships Goal one is to collaborate with our internal City departments and customers; our elected officials; our county; regional groups; and the business community to deliver technology solutions that enhance the lives of citizens. We live and work in a digitally connected world. Working with outside groups and agencies leverages our strengths and understanding. Goal Two: Innovation & Best Practices Goal two is to implement smart innovative technologies via the Internet of Things, mobile, and hosted cloud services that improve the quality of life for our citizens and visitors while supporting proven best practices around the delivery of efficient, cost-effective services by City staff. Maintain a healthy and proper balance in the use of in-house development, third party products, and hosted solutions. Stay current on and leverage emerging technologies where appropriate to carry out the City s mission. Balance access to information with a level of security that protects data integrity and preserves the public s trust. Many services that we support must be available and accessible on a 24 x 7 basis. 11

12 Goal Three: Support Open and Transparent Government Goal three is to support all of our internal City departments and their business practices in compliance of open and transparent government requirements and practices. We must maintain compliance with the North Carolina Public Records Laws and other similar legal requirements. We serve all demographics of people and we must offer as many channels as we can for access to City services and information. Goal Four: Ensure Security of the City s Systems, Assets, and Information Goal Four is to manage risk to improve the City s security by implementing and updating standardized best practices, policies, and procedures. Maintain the enterprise cyber security training and awareness program. Develop an internal review of our security policies and standards to identify gaps for remediation. Enforcement of IT policies and procedures across the City. 12

13 IX. Key Work Items for Information Systems Each year Information Systems works with our IT Steering Committee to develop a list of new work items and solutions that will be included in the following year s operating and capital budgets and work plans. Some of these items are defined as Key Work Items by the City Manager and tracked and reported on throughout the year. As a result of the Council s planning process and City s Strategic Plan, there are some specific items that have been identified for the Information Systems department that will be included in our annual work plans. Those items specifically identified are: Economic Vitality and Diversity focus area o Implement a student information technology internship program for WinstonNet labs. Safe and Secure Community focus area o Replace the current obsolete Fire Department records management system. o Review the need for additional public safety resources to enhance operational and project based analysis. Livable Neighborhoods focus area o Develop a digital community resource center to enhance communications and promote civic participation. Service Excellence focus area o Review information request mechanism for elected officials and make recommendations to increase the timeliness of feedback. o Review City web site needs and propose redesigning the website to provide better communication strategies and increase the usability of the City s website search functions. o Begin implementation of the Automated Meter Infrastructure (AMI) project. o Infrastructure improvements. 13

14 X. Operational Framework Technology continues to revolutionize the way organizations do business. Ubiquitous computing provides opportunities to connect people and processes as a means of stimulating collaboration and innovation. The IS Department leadership and staff recognize and appreciate the important role of providing strategic technological services that advance organizational operations and improve citizen service and engagement. Technology does not drive success; rather, it is a mechanism for establishing partnerships and aligning internal and external resources. Success lies in the active participation, collaboration, engagement, and contribution of all internal team members and the citizens we serve. To this end, the IS Department strives to continually improve connectivity by promoting the effective use of legacy systems, leveraging advanced and emerging technologies, and aligning departmental goals with the City s overall strategic plan, specific focus areas, mission, vision, and values. The model below illustrates our commitment to aligning internal processes to support the larger vision of City government. The nucleus of the model is the IS Strategic plan that drives the deliverables of our programs: Administration Applications & Databases Infrastructure Services Likewise, our programs and deliverables are governed by our strategic imperatives: Collaboration & Consolidation for IT Services & Solutions; Innovation & Best Practices Open & Transparent Government Citizen Engagement Recruitment & Retention Security Measures & Initiatives Business Continuity & Disaster Recovery Service Excellence 14

15 The outer forces that guide everything we do represent the six strategic focus areas in the strategic framework developed by the Mayor and City Council. The six strategic focus areas are: Economic Vitality & Diversity Safe & Secure Community Livable Neighborhoods Healthy Environment Quality Transportation Service Excellence 15

16 XI. FY 18/19 Key Work Items Key Work Item Manage the City s Cybersecurity program by implementing an employee training program Collaborate with the Utilities Department on publishing the AMI/MDMS RFP of the Advanced Metering Infrastructure program and implement the Alpha test phase Manage the City s Cybersecurity program by conducting a Business Continuity assessment w/ recommendations Support the technology needs of Community Development, including the replacement of existing rehabilitation and loans applications Expand the student information technology internship program for City WinstonNet labs Manage the Open Data Program, increasing the availability of data to the public and coordinate with OPA s Performance Management program. Data Portal and initial data sets available to the public Complete the installation of the first phase of the downtown public safety camera project Establish a Smart Cities team and the framework for a City-wide plan Creation of a City of Winston-Salem mobile application for public use Collaborate with Finance on the Electronic Payments, IVR, and Reconciliation project and the implementation of a new IVR solution and enhanced on-line features for water payments available to the public Implement new CSR system to enhance citizen engagement, data utilization and reporting and GIS mapping functionality Select and implement a platform to support the City s website needs and communication strategies. Replace the eworks workflow platform and begin converting the internal business workflows Replace current obsolete Fire Department records management system Identify and implement opportunities for consolidation of information technology support services Manage the City s Cybersecurity program with a new managed Security Services Provider contract in place Partner with Forsyth County on the assessment for the new Radio System Implement a new Stormwater management and billing system 16

17 XII. Community Initiatives Forsyth County GIS User's Group The Forsyth County GIS User's Group is comprised of local government GIS users located in Forsyth County, North Carolina including the City of Winston- Salem. This group consists of GIS users of all levels from a wide range of specialties (management, analyst, programmer, to anyone just interested in the technology) to collaborate ideas, methodologies, and our latest projects. Forsyth Technical Community College Davis itec Advisory Board Committee The Forsyth Technical Community College (FTCC) Davis itec Advisory Board Committee consists of business, technology and public leaders within the community including the City of Winston-Salem s CIO who discuss FTCC s current course offerings and how they align with the workforce development plans, business needs within the community and the IT industry. The board also participates in FTCC hosted events such as security seminars. MapForsyth City-County Geographic Information Office - The MapForsyth City-County Geographic Information Office leads the effective use of innovative technologies to serve the citizens and municipalities of Forsyth County by providing comprehensive, reliable GIS and addressing products, data and services. Their vision is to coordinate and facilitate an integrated system-wide Geographic Information System (GIS) to support the effective, practical and innovative use of GIS. At the core of this vision is the development and management of a centralized GIS Data Repository and a Master Address Repository serving all local governmental agencies within Forsyth County. NCNGN North Carolina Next Generation Network (NCNGN) is a regional initiative focused on stimulating the deployment of next generation broadband networks in North Carolina. The coordinated effort is led by six municipalities, one being the City of Winston-Salem, and four leading research universities and supported by local Chambers of Commerce and businesses in the Research Triangle and Piedmont regions. NCNGN s goal is to encourage private sector providers to deliver ultra-fast bandwidth at highly affordable prices to ensure our regions and state remain competitive and at the forefront of developing the next-generation applications essential to all sectors of the economy. TRITLA - The Triad Regional Information Technology Leadership Association (TRITLA) is a voluntary association of local government professionals including the City of Winston-Salem with responsibility for and oversight of the use and application of technology within our organizations and communities. The group represents local government agencies within the Piedmont Triad region of North Carolina, with a strong focus on serving the needs of our internal customers and communities. TRITLA promotes sharing, collaboration, and growth amongst the members and their respective agencies as well as joint strategic planning, resource sharing, and technical assistance. They identify short and long-term problems in our region, 17

18 and provide recommendations on how technology can be used to address these in order to contribute to the overall safety, economic vitality, health, and quality of the Piedmont Triad Region, helping make our region the place where citizens want to live, work, and play. WinstonNet WinstonNet, a non-profit group, is working to close the digital divide in Winston- Salem and Forsyth County by partnering with the City of Winston-Salem and many of the area's major academic, public, community and private institutions to coordinate resources that strengthen the services and educational quality of our community computer centers to help prepare the workforce for the next generation of computing technologies. WinstonNet has established 41 publicly accessible computer labs in the city, of which 18 are City of Winston- Salem Recreation Centers, and offer free high speed access to the Internet and Wi-Fi hotspots at each location for citizens who cannot afford computer devices or internet access. 18